0 / SPK / specialcollections@tulane.edu

The emergence of shanzhaiji handset industry or bandit handset industry (山寨機手機產業) is an interesting phenomenon that is the only socioeconomic behavior occurring in mainland china. According to the National Development and Reform Commission of PRC, a company is permitted to produce the cellular phones with 200 million RMB and R&D capabilities. However, with only 100 thousands RMB capital, a shanzhaji handset producer can deliver the cellular phones in mainland china by getting a core technology of one package of chipset total solution (turnkey) from MediaTek / MTK (聯發科) in Taiwan. This new business model has been impacting the phone industry significantly in the mainland china. My research will focus on the development of entire shanzhaiji industry development from its origin to the status quo as well as future development. Three aspects of supply chain, market channel and government policy in terms of shanzhaiji industry are addressed in this research.

When Global Regional Economics came into being one after another, the connection between industry development and specialized division accelerates the establishment of regional operational headquarters by Multinational Corporations. As for cities, the key factors in attracting enterprises for setting up Operation Center are the environment which suit with development. The literatures and data indicated that the city with strong competitiveness may have more significant industry clusters; besides, the how does a city connect with global market will become the crucial element in city development. All the time, the overall development of Taiwan has been influence by the political situation between Taiwan Strait, so as soon as the relationship between Taiwan Strait been improved, the chances of interflowing between Taiwan Strait will grow in number. Under this situation, how Kaohsiung city builds up the mechanism of industries division and corporation become an important issue when it comes to setting up the regional operation center. From the case study of Hong Kong, Singapore and Shanghai, I sums up with location condition, government policies and human resource as the weaker part for Kaohsiung as an operation center. Also, from the analysis of the related data, geographic superiority, traffic condition, the perfection of infrastruction, the cooperation of supporting industries, government policies and human resource should be put into consideration when a operation center choosing its operation location; among of them, government policies is the most powerful element. According to this founding, the executive managers of six golden industries for Kaohsiung are selected as the interviewees. Taking production factors, requirement conditions, support condition and government policies as the interviewing outline, and with the help of ATLAS.ti, forty-one indicators of advancing regional operation headquarter for Kaohsiung are resulted. According to the data, interviewees believe that Kaohsiung city should work harder to advance the regional operation headquarter, including the insufficient of human resource, irrelevancy of enactment and lack of related industries etc.. Kaohsiung city now is in the phase of transforming and her out value is led by manufacturing industry. However, with the advantage of manufacturing and two ports, the interviewees still believed on the Kaohsiung city once city government can combine these advantages with government policies and human resource. Most importantly, the leading sections should jump out of the box of bureaucracy and fully use the resources of industry, scholar and government; furthermore, they should improve the government efficiency by horizontal integration and develop the module of partnership, with these improvement and development, Kaohsiung will get closer to the regional operation headquarter.

Since China entered WTO, the multinational corporations (MNC) increased the foreign direct investment (FDI) in Chinese market because China is famous for its huge market volume and low labor cost. However, the knowledge of Chinese market is still limited. This paper analyses the determinants of automotive MNC's FDI choice made in Chinese market based on the study of Chinese FDI environment and the investment behavior of Swedish firms. The determinants are tested through three variables: industry development, cultural distance and the government policy. In this thesis, data related to FDI in automotive industry is collected mainly from 13 provinces or municipalities. The results show that: (1) The regions with larger market size will attract more FDI; (2) The larger cultural distance will create more obstacles when MNCs invest, thus has the negative impacts on FDI choices; (3) MNCs will give priority to those areas with lower tax burden. Besides, this thesis also describes the detailed cultural distance at firm level between China and Sweden based on the interview with a Swedish firm. The results suggest Swedish firms need to focus more on the partner selection and management adaption when investing in Chinese market.

Abstract The development of MEMS industry had been around 27 years, but it grows dramatically in recent years. The developed country, USA, Japan, German, have first mover advantage in MEMS; the economic of Taiwan is less mature than those countries, lack of lot resources also. The positioning and strategy of Taiwan MEMS become more important. MEMS do not only apply electrical but also mechanical character for sensing or manipulating sound, heat, force, magnetism, light, etc to construct sensor and actuator that can react with environment. By using MEMS, we can build up more friendly user interface to conduct more application than IC. Semiconductor chip is so thin and small to derive low transportation cost and low geometry boundary of competition. The cluster effect of Taiwan semiconductor IC industry is so famous to consider MEMS to become important choice for another future Silicon industry due to MEMS can use IC FAB and the talent of engineer and management. We can acquire more Taiwan competence by taking good position in MEMS through extending IC cluster effect and proper positioning and strategy. This paper wants to understand the trajectory and competence of USA, Japan, German through analysis with five forces, diamond model. Apply SWOT to find out positioning of Taiwan MEMS in the future 10 years; then propose the possible way to quickly, firmly develop Taiwan MEMS industry by apply diamond model, management route, dynamic strategy. Keyword: MEMS, MEMS industry, industry development, SWOT, diamond model, industry structure

Thesis is submitted in partial fulfilment for the degree of M.Sc. Building(Construction Project Management) to the Faculty of Engineering and the Built Environment, School of Construction Economics and Management at the University of the Witwatersrand, Johannesburg, 2017 / When firms expand into foreign markets, selecting the right entry mode strategy can be challenging and there are many variables that should be taken into consideration. There are various theories and constructs in the study of entry mode choice and risk is one of the common theories. It is therefore imperative for managers to take strategic international risks into consideration when deciding on an entry mode strategy. This study investigates the influence of these risk variables on the selection of entry mode strategies by managers within South Africa’s grade 9 construction firms. Research on entry mode choice dates back as far as the 1980’s and over the years many theories have been developed, thus a deductive research approach has been adopted for this study. Research aim: The aim of this study is to investigate the influence of strategic international risk variables on the preferred entry mode strategy, within the context of South Africa’s construction industry focusing on grade 9 firms registered with the CIDB (Construction Industry Development Board). Research questions: What is the general profile of managers in South Africa’s grade 9 construction firms involved with the entry mode strategy decision? Which entry mode strategy is preferred by managers in South Africa’s grade 9 construction firms, when venturing into other construction markets on the African continent? and, what influence do strategic international risk variables have on the preferred entry mode choice by managers in South Africa’s grade 9 construction firms? Research methodology: The purpose of this study was to investigate the influence of strategic international risks on the preferred entry mode choice. The study is founded on a direct realist philosophy. The survey research strategy was used and a questionnaire was sent out to collect the required data and the mono-method research choice was applied to collect and analyse the data. Furthermore, a cross-sectional time horizon has been applied in this study. The qualitative data collection method was used together with the qualitative content analysis method of analysis. Research procedure: To answer the above questions, Grade 9 contractors / XL2018

Project Report (M.Pub.) - Simon Fraser University, 2006. / Theses (Master of Publishing Program) / Simon Fraser University.

Thesis (Ph.D.(Technology Management))--University of Pretoria, 2008. / Summaries in Afrikaans and English. Includes bibliographical references.

Thesis (M.B.A. (Investec Business School))--Rhodes University, 2006. / A dissertation submitted in partial fulfilment of the requirements of the degree of Masters of Business Administration.

The automotive industry in South Africa exists in its current state due to the developmental programmes created by the South African government. During the next three years the government’s main development policy for the automotive industry will change from the Motor Industry Development Programme (MIDP) to the Automotive Production and Development Programme (APDP). As a result of this change there were feelings of uncertainty experienced across the domestic automotive industry during the APDP’s design and the period leading up to its launch, more or less years 2008 to 2010. Also present is the fear that the industry would collapse when faced with global competition should this change not fully comprehend all aspects of South Africa’s automotive industry. The research problem addressed in this study was to determine the effect on the sector’s competiveness in light of the impending change in governmental development programmes. This was accurately explained and expressed clearly while sub problems were identified from areas in the main problem that required further analysis due to their criticality or lack of clarity. A comprehensive literature review was executed to understand the nature and extent of the South African automotive industry, the Motor Industry Development Programme and the Automotive Production and Development Programme. A primary research instrument was constructed, in the form of a questionnaire, to test specific themes exposed during the literature review which can influence the sector’s competitive advantage. This questionnaire was distributed with the assistance of industry representative bodies NAAMSA (National Association of Automobile Manufacturers of South Africa, the domestic de facto representative body) and NAACAM (National Association of Automotive Component and Allied Manufacturers, a component manufacturers’ representative body), to an even spread of respondents representative of the senior management and executives of automotive companies in South Africa. From the results obtained from the sample group, it seemed that there was consensus on many issues regarding the current structure of the South African automotive industry. Specifically, the profitability of vehicle assemblers and component manufacturers is heavily iii influenced by the incentives offered under the MIDP and the industry is not viable without them. The respondents were virtually unanimous in indicating that there is a need for some form of incentive programme and were positive about the effect the MIDP has had thus far on the automotive industry of South Africa, particularly the effect on the structure, focus and encouraging a reduction in complexity. The research found that it is common practice for OEMs to include the import duty on vehicles imported for domestic consumption even though this duty will be paid with the use of import-duty rebate credit certificates (IRCCs), which are provided to those vehicle assemblers who are net exporters of vehicles. Looking to the future, it emerged that the APDP will have a similar, positive effect on the domestic automotive industry when compared to the MIDP, but the effect will be experienced in a more aggressive manner. Companies will be encouraged by the new development programme to more aggressively improve aspects such as restructuring, rationalising, reducing model proliferation and improving low scale economies for example. Also the APDP will encourage OEMs to increase plant production volumes and ensure that reasonable scale economies are present to develop a domestic component supply industry to a degree. However, the volumes will be insufficient to create a world-class supplier industry. As a result automotive companies will have to be more aggressive in their adoption of more automated production processes and through Automotive Investment Scheme capital investment will increase in both vehicle assemblers and component manufacturers. Component manufacturers indicated that they would invest more in the coming years under the APDP than previously while vehicle assemblers indicated that their investment levels will remain as before. While this is good for the industry, labour is somewhat left out of this: considering the APDP’s focus on increased volumes and capital investments automotive companies are not incentivised to make use of labour-absorbing production processes. The study also found that there is still a need for tariff protection and that the domestic industry would collapse in the face of global competition. The research found that the APDP was compliant with South Africa’s commitments to the World Trade Organisation. Finally, the Department of Trade and Industry’s goal of producing 1.2 million vehicles per annum by 2020 was revealed to be unrealistic and unreachable.